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Graduate Recruitment

Graduate Recruitment. Sheffield Hallam University January 2011. Agenda. CV Interview Process (Trial Shift) First 90 Days Careers at Revolution. CV. Purpose of CV Presentation Content -Two pages Personal statement, education, job history Tailored towards specific job

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Graduate Recruitment

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  1. Graduate Recruitment Sheffield Hallam University January 2011

  2. Agenda • CV • Interview Process (Trial Shift) • First 90 Days • Careers at Revolution

  3. CV • Purpose of CV • Presentation • Content -Two pages • Personal statement, education, job history • Tailored towards specific job • Use correct language

  4. Interview • Preparation (Be yourself!) • Assessment Days • Psychometric/Numeric Testing • Trial Shift • Competency Based Interviewing

  5. Revolution Competencies • Results Driven • Organisation • Initiative • Relationship Building • Communication • Culture Fit

  6. Transitional ManagementThe First 90 Days • Make a positive impact in the first three months • Get to the breakeven point faster • Diagnose the business situation

  7. Breakeven Point + Breakeven point Net contribution = 0 Value Created Value Consumed Months after entry - • New managers are net consumers early on • From the breakeven point you are adding value • A systematic plan will reduce the 6 month break-even point

  8. The First 90-Days: scary facts • The majority of failures come within the first 3 months through misunderstanding the demands of the situation or lacking the skills to adapt • 50% of external ‘hires’ fail to achieve desired standards • The transitional period is one of opportunity but also vulnerability

  9. 10 Elements to Transitional Acceleration 10.Expedite everyone* 9. Keep your balance* 8. Create coalitions 7. Build your team* 6. Achieve alignment 5. Negotiate success* 4. Secure early wins* 3. Match strategy to situation* 2. Accelerate your learning* 1. Promote yourself*

  10. Promote Yourself Promote yourself Promoting yourself is about making the break from the old job and preparing to take charge in the new one. What can you do to promote yourself? • Let go of the old job and mentally prepare yourself for the new job • Establish a clear breakpoint • Think about the differences and requirements of the two jobs • Assess your vulnerabilities – work on where you are not where you were • Seek advice and start planning 90 day milestones (first day, week, month etc) • Be prepared to re-learn

  11. Accelerate Your Learning Accelerate your learning When a new manager derails, failure to learn is always a factor. Effective and efficient learning reduces the window of vulnerability Plan to learn systematically by understanding the market, systems, products, structures and cultures 1.Technical job skills • Ops manual,standards manual etc. 2.Culture • Plan the learning agenda - what are the important questions to ask? • Listen and learn - don’t jump to conclusions - don’t take immediate action • Ask questions about past, present and future, about the team • For example: biggest challenges, how to face them, opportunities for growth

  12. Match Strategy To Situation • Match strategy to situation • A Start-up will require a different strategy than a Turnaround. A clear diagnosis of the situation is an essential prerequisite for developing the action plan. STaRS • Start-up – getting a new project off the ground • Turnaround – getting a troubled unit back on track • Realignment – taking charge of a unit drifting into trouble • Sustaining Success – preserving the vitality of a successful unit

  13. Secure Early Wins Secure early wins Create momentum and establish credibility. Identify ways to create value, improve results and get to the breakeven point more rapidly. Early wins come in two phases – focusing on personal credibility in the first 30 days and achieving performance improvement in the remaining 60. How to secure early wins? 1. Plan A-priorities (measurable business objectives ) • A priorities should follow naturally from core problems 2. Introduce new patterns of behaviour • Develop a clear vision of how you would like people to behave

  14. Negotiate Success. Negotiate success No other single relationship is more important than the one with your manager. You need to figure out how to build a productive working relationship and crucially, developing and gaining consensus on your 90-day plan. What can you do to negotiate success? Talk to your manager about 5 key areas. They are: • Situation - reach a shared understanding of the STaRS situation • Expectations - set goals and timescales and figure out some early wins (under promise and over deliver!) • Style - it’s your responsibility to build a good relationship with your boss, determine how you and he/she can best work together • Resources - agree what it is you need to deliver success • Personal development - agree any training or development to acquire new skills

  15. Graduate Recruitment Sheffield Hallam University January 2011

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